Most Recent Quotations

  1. When the rate of return of capital [R] exceeds the rate of growth of output and income [G], as it did in the nineteenth century and seems quite likely to do again in the twenty-first, capitalism automatically generates arbitrary and unsustainable ine . . .Read More
    -- Thomas Piketty

  2. Developing strategy [...] entails navigating the “opportunity landscape.” This methodology has four dimensions, each with two lenses: (1) what you offer, with brand and product lenses; (2) who you serve, with customer and partner lenses; (3) wher . . .Read More
    -- Ken Favaro, Sanjay Khosla, Mohanbir Sawhney

  3. [...] strategy is the product of executive imagination and judgment, not just logic; the strategy process involves balancing the known, the unknown, and the unknowable. The purpose of strategic analyses, frameworks, and methods is to inspire inventiv . . .Read More
    -- Ken Favaro, J.-C. Spender

  4. Corporate executives often conflate strategy with vision, mission, purpose, plans, or goals. Although these elements may help to focus, inspire, mobilize, and challenge an organization, they are not substitutes for a logical, articulated strategy, an . . .Read More
    -- Ken Favaro

  5. Notwithstanding all the carefully plotted doctoral dissertations, countless hours of research, and contentious discussions among serious management thinkers, strategy boils down to three fundamental questions: First, how can you differentiate yoursel . . .Read More
    -- Ken Favaro



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